DATA-DRIVEN MANAGEMENT, THE DFAKTO WAY... (1/7)
Thibaut De Vylder
CEO & Founder @ dFakto - Pioneering Data-Driven Projects since 2000 & Implementing Data Vault since 2011
This blog marks the commencement of a serie of seven blogs centered on #datadrivenmanagement. The aim of these blogs is to establish a universal framework for data-driven management that accommodates all technologies, processes, and personnel. We invite feedback and contributions from all readers, and we will duly acknowledge all contributions in the final paper that we intend to publish subsequent to the release of these seven blogs. Please feel free to comment and contribute to the ongoing discussion.
Doing the right things and doing the things right are two different but related problems.
Doing the right things refers to making the correct decision or taking the appropriate action in a given situation. This requires a deep understanding of the situation, the potential consequences of different actions, and the values and goals of the decision maker. In contrast, doing the things right refers to the execution or implementation of a decision or action. This requires a focus on the details, a commitment to quality, and an attention to process and procedures.
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“Strategy without execution is a hallucination." - Thomas Edison
It is possible to do the right things and do the things right, but it is also possible to do one without the other. For example, a leader may make a decision to invest in a new technology that aligns with the organization's goals and values, but if the implementation of that technology is rushed or poorly executed, the decision may not lead to the desired outcome. Similarly, a team may execute a project flawlessly, but if the project itself is not aligned with the organization's goals or values, it will not be considered a success.
“Ideas without action are worthless." - Harvey Mackay
In order to be truly successful, it is important to both do the right things and do the things right. This requires a balance of strategic thinking and attention to detail, a strong sense of purpose and a commitment to quality. It also requires constant communication and collaboration, as well as a willingness to adapt and learn from past experiences.
Ultimately, doing the right things and doing the things right is a continuous journey that requires ongoing effort and dedication.
CEO & Founder @ dFakto - Pioneering Data-Driven Projects since 2000 & Implementing Data Vault since 2011
1 年Alain Loyens you anticipate the following discussions: flows between décision-makers and execution-makers will be presented in the next topics!
Retired - Independant
1 年My experience tells me that the WHY? is often missing in the communication process between the involved parties (toward the 'implementers' f.e.). And this influences the result. Why do we forget the WHY? Maybe this goes back to Taylorism (Ford) where we learned to cut complex tasks into small chunks. And this still drives f.e. to user manuals (IKEA or US Manuals) where the WHY? is never given . Of course, skipping the WHY? allows to communicate only graphically... Or more recently because the mind repository of 'implementers' seems so strange to us that we think we are wasting our time detailing the WHY?... However, everyone seeks meaning in their actions either through story telling or through clearly shared reasons. Share the WHY?... ;-) !